Interim Chief Executive Officer

1. Position Details

Position- Interim Chief Executive Officer

Location -Palwal, Haryana

Reporting To Managing Director / Board of Directors

Compensation Up to 40 Lakhs per annum

Engagement Interim / Fixed-Term Executive Assignment

2. About the Role

Our Client is seeking an experienced and mature Interim Chief Executive Officer to lead the organisation through its next phase of growth and professionalisation.

The CEO will be responsible for providing strong, hands-on leadership across the business, bringing greater structure, accountability and performance orientation to the organisation.

This is not intended to be a conventional corporate CEO role. The mandate requires a leader who is comfortable getting close to the business, understanding ground realities, taking difficult decisions and driving execution through people.

The successful candidate will work closely with the promoters and Board to:

ÔÇó Stabilise and strengthen the organisation.

ÔÇó Improve operational and financial performance.

ÔÇó Establish clear accountability across functions.

ÔÇó Professionalise systems, processes and management practices.

ÔÇó Strengthen sales, customer relationships and market development.

ÔÇó Improve manufacturing and operational efficiency.

ÔÇó Build a performance-oriented leadership team.

ÔÇó Establish appropriate MIS and management controls.

ÔÇó Create a scalable platform for future growth.

ÔÇó Develop and implement a succession plan for the eventual permanent CEO / leadership structure.

3. Key Responsibilities

A. Business Leadership & Strategy

ÔÇó Translate the Board's strategic direction into clear business priorities and actionable plans.

ÔÇó Develop and implement an annual business plan covering revenue, profitability, operations,

people and investments.

ÔÇó Identify opportunities for profitable growth and market expansion.

ÔÇó Evaluate existing business lines, customers, products and markets and recommend strategic priorities.

ÔÇó Ensure alignment between commercial objectives and operational capabilities.

ÔÇó Track execution rigorously and intervene where performance is below expectations.

B. Business Performance & Profitability

ÔÇó Take overall ownership of business performance.

ÔÇó Drive improvement in revenue, EBITDA, cash flow and working capital.

ÔÇó Establish clear business KPIs for each function.

ÔÇó Review performance through structured monthly and quarterly business reviews.

ÔÇó Identify and eliminate revenue leakages, cost inefficiencies and non-value-adding activities.

ÔÇó Improve pricing discipline, product/customer profitability and contribution margins.

ÔÇó Strengthen financial controls and decision-making based on reliable management information.

C. Sales & Market Development

ÔÇó Review the existing sales organisation, customer base and distribution/market-development approach.

ÔÇó Develop a focused sales-growth strategy.

ÔÇó Strengthen key-account management and customer relationships.

ÔÇó Identify new customer segments, geographies and business opportunities.

ÔÇó Establish sales targets, pipelines, conversion metrics and review mechanisms.

ÔÇó Improve coordination between Sales, Production, Quality, Dispatch and Finance.

ÔÇó Build a culture where sales commitments are realistic, measurable and execution-driven.

D. Operations & Manufacturing

ÔÇó Review the complete operational cycle from order receipt to production and delivery.

ÔÇó Improve productivity, capacity utilisation and manufacturing efficiency.

ÔÇó Strengthen production planning and scheduling.

ÔÇó Reduce wastage, rework, rejection,



downtime and avoidable costs.

ÔÇó Improve inventory management and working-capital efficiency.

ÔÇó Establish clear operating standards and accountability.

ÔÇó Ensure timely delivery and consistent product quality.

ÔÇó Drive continuous improvement across manufacturing and support functions.

E. Organisation & People

ÔÇó Assess the current organisation structure, leadership capability and manpower requirements.

ÔÇó Clarify roles, responsibilities, authority and accountability.

ÔÇó Build a stronger second line of management.

ÔÇó Introduce a structured performance-management system.

ÔÇó Set measurable KRAs/KPIs for key positions.

ÔÇó Address capability gaps through recruitment, development, coaching or restructuring.

ÔÇó Build a culture of discipline, ownership and performance.

ÔÇó Identify high-potential employees and develop them for future leadership responsibilities.

F. Systems, Processes & Governance

ÔÇó Review existing business processes and identify gaps, duplication and inefficiencies.

ÔÇó Establish appropriate SOPs and management controls.

ÔÇó Strengthen MIS and reporting systems.

ÔÇó Ensure timely and accurate information reaches the management and Board.

ÔÇó Introduce structured review mechanisms across functions.

ÔÇó Improve cross-functional coordination and decision-making.

ÔÇó Strengthen compliance, risk management and internal controls.

G. Promoter / Board Management

ÔÇó Work closely with the Managing Director and Board as a trusted operating partner.

ÔÇó Provide objective, data-driven assessments of business performance.

ÔÇó Keep the Board informed about critical business developments, risks and opportunities.

ÔÇó Present clear recommendations rather than merely reporting problems.

ÔÇó Ensure agreed Board decisions are translated into action.

ÔÇó Maintain appropriate governance while respecting the promoter-led nature of the business.

1. First 90-Day Mandate The Interim CEO will be expected to establish a clear understanding of the business and initiate visible improvements during the first 90 days. First 30 Days ÔÇô Understand & Diagnose

ÔÇó Understand the business, people, products, customers and financials.

ÔÇó Review the organisation structure and leadership team.

ÔÇó Review sales, production, inventory, receivables, payables and cash flows.

ÔÇó Visit key operating locations and interact with critical customers and employees.

ÔÇó Identify immediate operational and commercial risks.

ÔÇó Establish baseline KPIs.

Days 31ÔÇô60 ÔÇô Stabilise & Prioritise ÔÇó Finalise the business-performance priorities.

ÔÇó Establish a CEO-level MIS and review mechanism.

ÔÇó Introduce functional KRAs/KPIs.

ÔÇó Address critical people and process gaps.

ÔÇó Identify quick wins in sales, cost, productivity and working capital.

ÔÇó Establish clear ownership for key initiatives.

Days 61ÔÇô90 ÔÇô Execute & Institutionalise

ÔÇó Drive implementation of priority initiatives.

ÔÇó Establish a regular performance-review rhythm.

ÔÇó Strengthen the leadership team and accountability framework.

ÔÇó Develop a 12ÔÇô24 month business improvement and growth roadmap.





ÔÇó Present the Board with a clear assessment of the organisation and recommended future The ideal candidate will be a seasoned business leader rather than a career corporate specialist.

Preferred Backgroundstructure.

5. Ideal Candidate Profile

ÔÇó Senior leadership experience as CEO, Business Head, Unit Head, COO, General Manager or equivalent.

ÔÇó Experience managing teams, operations, budgets and complex execution environments.

ÔÇó Exposure to manufacturing, engineering, automotive, industrial products, components,

logistics or B2B businesses will be advantageous.

ÔÇó Experience working with promoter-led or family-owned businesses will be an advantage.

ÔÇó Proven experience in turning around, stabilising or professionalising businesses will be highly valued.

Experience

ÔÇó Ideally 20+ years of overall professional experience.

ÔÇó Demonstrated experience in senior management / command / business leadership roles.

ÔÇó Candidates who have already held a CEO, COO, Business Head, Plant Head, General Manager or equivalent position will be preferred.

6. Key Competencies The candidate should demonstrate:

Leadership

ÔÇó Robust executive presence.

ÔÇó Ability to command respect without relying on hierarchy.

ÔÇó Mature judgement and emotional stability.

ÔÇó Ability to lead experienced as well as younger teams.

Execution

ÔÇó Strong bias towards action and results.

ÔÇó Ability to convert strategy into execution.

ÔÇó High level of follow-through and accountability.

ÔÇó Comfortable working in hands-on operating environments.

Business Acumen

ÔÇó Understanding of P&L; management.

ÔÇó Commercial orientation.

ÔÇó Strong financial and operational understanding.

ÔÇó Ability to balance growth, profitability and cash flow.

People Management

ÔÇó Ability to build teams and develop leaders.

ÔÇó Willingness to have difficult conversations.

ÔÇó Strong coaching and mentoring orientation.

ÔÇó Ability to create discipline without creating unnecessary bureaucracy.

Problem Solving

ÔÇó Structured and analytical approach.

ÔÇó Ability to diagnose root causes rather than symptoms.

ÔÇó Decisiveness in ambiguous situations.

ÔÇó Strong crisis-management capability.

7. Success Measures The Interim CEO's performance will be evaluated against measurable outcomes, including:

ÔÇó Revenue growth.

ÔÇó EBITDA / profitability improvement.

ÔÇó Working-capital improvement.

ÔÇó Cash-flow performance.

ÔÇó Sales pipeline and order-book development.

ÔÇó Customer retention and new customer acquisition.

ÔÇó Manufacturing productivity and capacity utilisation.

ÔÇó Reduction in rejection, wastage and operational inefficiencies.

ÔÇó On-time delivery.

ÔÇó Inventory optimisation.

ÔÇó Leadership-team effectiveness.

ÔÇó Implementation of MIS and performance-management systems.

ÔÇó Improvement in organisational discipline and accountability.

ÔÇó Completion of the business transformation roadmap.

ÔÇó Readiness of the organisation for transition to a permanent leadership structure.

8. Personal Attributes The successful candidate should be:

ÔÇó High-integrity and trustworthy.

ÔÇó Firm but fair.

ÔÇó Entrepreneurial in outlook.

ÔÇó Commercially pragmatic.

ÔÇó Comfortable working with promoters and family-owned businesses.

ÔÇó Highly execution-oriented.

ÔÇó Patient enough to build sustainable systems but decisive enough to act quickly.

ÔÇó Humble, approachable and willing to engage with employees at all levels.

ÔÇó Comfortable operating without the support structures available in large corporates.

ÔÇó Capable of balancing people, business and promoter expectations.

📌 Interim CEO (Palwal)
🏢 Mounee Consulting Services
📍 Palwal